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Cited by 11 publications
(20 citation statements)
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“…Most modern presidents do not possess meaningful federal agency experience when they take office. Even when presidents possess such experience, such as President George H. W. Bush, they still confront the complexity of presidential transitions and new exigencies from taking over the reins of executive power for the first time (Patterson and Pfiffner , 433). Theories of organizational hierarchy underscore the information asymmetries and biases that occur when a principal delegates to agents in a vertical structural design setting (Hammond and Thomas ; Miller ).…”
Section: Learning How To Govern: Experiential Learning and Presidentimentioning
confidence: 99%
“…Most modern presidents do not possess meaningful federal agency experience when they take office. Even when presidents possess such experience, such as President George H. W. Bush, they still confront the complexity of presidential transitions and new exigencies from taking over the reins of executive power for the first time (Patterson and Pfiffner , 433). Theories of organizational hierarchy underscore the information asymmetries and biases that occur when a principal delegates to agents in a vertical structural design setting (Hammond and Thomas ; Miller ).…”
Section: Learning How To Govern: Experiential Learning and Presidentimentioning
confidence: 99%
“…Because presidents exercise their appointment power in an attempt to control the bureaucracy (see Knott and Miller ; Lewis ; Menzel ; Moe ; Patterson and Pfiffner ; Stewart and Cromartie ; Waterman ; Wood ; Wood and Anderson ; Wood and Waterman ), scholars have long argued that at least some level of competence is required in presidential appointments (Aberbach and Rockman ; Epstein and O'Halloran ; Gailmard and Patty ; Huber and McCarty ; Lewis ; Nathan ; Waterman ; Wood and Waterman ). For instance, Moe's () work posits that appointments are a vital technique for influencing bureaucratic outcomes and that presidents do so by valuing appointees demonstrating “responsive competence” over “neutral competence” (Heclo , ; see also Kaufman ).…”
Section: Studies In Presidential Appointmentsmentioning
confidence: 99%
“…Collier (1997) provides a similar analysis of the Office of Legislative Affairs from Eisenhower through Clinton. Other related scholarship examines the Office of Management and Administration (Arnold, Walcott, and Patterson 2001), the Office of the Staff Secretary (Hult and Tenpas 2001), the Office of Communications (Kumar 2001(Kumar , 2003, the Office of Management and Budget (Campbell 1986;Heclo 1999), the Office of Presidential Personnel (Patterson and Pfiffner 2001), the Office of Advance (Burton 2006), and the White House Counsel's Office (Borrelli, Hult, and Kassop 2001), among many others (see also Kumar and Sullivan 2003).…”
Section: Examining the Organizationmentioning
confidence: 99%